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Join these verbs and prepositions and make phrasal verbs to replace the words printed in italics in sentences 1–15.
1. I'll write the bill for you.
2. That hotel needs to reduce the number of staff it employs.
3. She calculated the answer.
4. The Italian group leaves for London at 9.15 p.m. today.
5. Pierre lost the chance of working on Concorde.
6. Due to bad weather they cancelled the boat trip.
7. They postponed their trip to the Seychelles when John became redundant.
8. Their train was late and so they had to wait at the station for two hours.
9. The hotel manager promised to collect Sonia at the airport when she arrived to start her new job.
10. One of the nice things about being an air steward is that you can visit your friends unexpectedly.
11. Students often rely on friends and relatives to give them accommodation when they travel.
12. When Sandra finished the phone call, she remembered that she had not told her boss about the new guests.
13. When you need to read a file on the computer, you must access the file.
14. She tidied and organized her papers.
15. The telephone company disconnected their phone.
Put the words in italics into the correct order.
1. it's easy around to New York get on the subway.
2. the chance at jumped she to work as a tour guide.
3. down bus the broke in the middle of the high street.
4. the bill the cashier worked out.
5. it's a tour rep's responsibility the guests after to look.
6. the guests up tour reps pick at the airport.
7. the itinerary up she drew.
8. her uncle her up put for a few nights.
Terry Lee, Britannia’s Advance Planning Manager, is talking about how he plans and executes the company’s summer flight program. Read the interview and decide if these statements are true or false. Correct the false statements.
1. Britannia, a large British air charter carrier, and Thomson, a large British tour operator, decide how many planes will be in use.
2. They have to fill 26,000 slots in a twenty-four-week program.
3. They don’t expect to change their flight plans.
4. The computer system can help the user to predict potential flight disasters.
5. The computer system is fast but has not yet led to direct savings in expenditures.
Dominic: How do you plan the summer program for the world's largest charter airline?
Terry: We get going on the program eighteen months in advance. The initial parameters are first set in discussions between us, the airline, and Thomson, who are both our owners and principal customer. These parameters lay down the amount of flying time Thomson requires, the size of our fleet for the season and its level of use. Once we have them we can get on with organizing the details.
Dominic: So you begin with a blank piece of paper?
Terry: No, not at all. Ideally we would repeat last season's programs, making a few changes where we had come across problems. But of course it's not that easy. There are many issues that influence our decisions.
Dominic: What do you mean?
Terry: Well, for a start I have to talk to my counterpart at Thomson several times a day to check on their commercial needs – such as changes in demand from different airports, the timing of the summer brochure launches. I also have to take into account our profitability targets, maintenance requirements, and the efficient use of the aircraft and their crews. Then there are the constraints imposed from outside. We have to negotiate slots at each airport across the world – some 24,000 slots in a twenty-six week summer program – and we have to contend with airport operating hours and noise restrictions.
Dominic: So how do you do all this?
Terry: Well, we record all this information on what we call our core computer system.
Dominic: So when you've done all that, you're ready for the brochure launch?
Terry: Far from it. First we run a feasibility study – to make sure that the aircraft is not being used twice and that it's flying to an airport where we have slots. At the same time management is running a profitability study. We'll have several alternative plans which have all been looked at in this way before the run-up to the brochure launch.
Dominic: So how do you choose which plan to use?
Terry: Of course a decision has to be made, but even after we've made up our minds we have to be prepared to make changes right up to the last minute, because in order to put this plan into practice we have to have lengthy negotiations with airports and other airlines via the international SITA aviation network. We have a certain number of historic slots at airports. If we need more then we ask for whatever we require.
Dominic: So that's it then?
Terry: No – by no means. We go to the International Slots Allocation conference where there is a week of frenetic horse-trading. Naturally we take our core system work-station with us so we can work out any changes. And we take a systems person with us, just in case the computer crashes. So after that we have our schedules for the summer and the tour operator's brochures can go to print.
Dominic: It all seems very complicated.
Terry: Yes, but the computer has simplified and speeded up the process greatly. It's not only more efficient in our direct costs, but also in overall costs to the airline. And it allows us to see what the key factors are that affect the plan.
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